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Military 2 Flashcards

1
Q

reasons why military plans fail

A

do what they believe the leader/senior/organization wants,
what every knows to be true about the OE,
does things the way they’ve always been done,
ignore complex/ambiguous topics,
juniors recognize problems but are afraid to contridct SME/senior,
actions of adversary/competition derail plans

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2
Q

what do we need to do IOT make better decisions

A

understand biases/beliefs that guide/motivate us,
understand why we make our decisions<
logic versus logic
self-awareness makes us open to ideas, desire to improve, and cu

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3
Q

benefit of being self-aware when you make plans

A

makes us open to ideas and desire to improve,
less prone to groupthink and biases,

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4
Q

TRAMS

A

training managemetn system

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5
Q

TCC

A

Tropical Cyclone Conditions

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6
Q

DRC

A

Deployment Readiness Coordinator

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7
Q

ERMA

A

Emergency Response Management Application
- NOAA developed application that integrates data for environmental responders and decision-makers

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8
Q

ESI

A

Environmental Sensitive Index

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9
Q

MARSOC

A

MC Special POPs

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10
Q

HMX-1

A

Marine Helicopter Squadron 1

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11
Q

O&M

A

Operations & Maintence

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12
Q

RED

A

Record of Emergency Data

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13
Q

DWOC

A

destructive weather operaions center

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14
Q

MCOP

A

Marine COrp OPerational Picture

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15
Q

RRT

A

response and recovery tyems

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16
Q

Understanding MWR funding

A

A: mission sustainable
- physical fitness/aquatic, library, sports/athletics, shipboard, unit,…
B: community support
-child development, caar/craft shops, sports programs above intramural, youth activities, outdoor rec
C: revenue generating
- gold course, club, bowling, boating, recreational lodging

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17
Q

started American Red Cross

A

Clara Barton in 1881
- heard about hte Swiss version when in europe post civil war

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17
Q

mission of American Red Cross

A

prevents and alleviates suffering in the face of emergency by mobilizing the power of volunteers and the generosity of donors

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18
Q

Clara Barton

A

started American Red Cross in 1881 after hearing about it when in Swiss post Civil war
- campaigned for the Am Red Cross and for the ratificatino fothe Geneva Convention to protect war injured - us ratified in 1882

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19
Q

first Red Cross swim program & first aid programs

A

1910s

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20
Q

first Red Cross program for CPR laypeople

A

1970s

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21
Q

5 ways the American Red Cross helps

A

disaster response,
blood,
supports military,
international relief/development,
health and safety education & training

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22
Q

Red Cross Certification of Merit

A

highest award for skills and services
- signed by president - the traditional honary chairman of the American Red Cross

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23
Q

3 REd Cross Awards

A

Certificate of Merit - highest award signed by president
Lifesaving Award for Professional Responders
Certificate of Extraordinary Action - not REd Cross trained but steps up

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24
Q

award for non-Red Cross trained but still steps up

A

Certification of Extraordinary Personal Action

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25
Q

2 types of instructor techniques

A

Push versus Pull,
Coaching versus Prompting

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26
Q

4 step debriefing tool

A

Review-Analyze-Reflect-Summarize

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27
Q

Why do we think about information being a warfighting function?

A

reliance on information makes it exploitable

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28
Q

important thing to know about PSYOPS

A

no longer called that. now “influencing ops”
- negative connodaation

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29
Q

Norway border with Russia

A

influencing the population<
street signs in Russians,
deepwater ports
original Norward defense plan: blow a fjord and give to rusisa. gives space for time. Russian ties tot he area b/c liberation from germany in WWII

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30
Q

de jure

A

in law/government, “by law”
- describes practices that are legally recognized regardless of ifr the practice exists in reality
- conversely “de facto” = in face. describes situations that exist in reality even if not formally recognized

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31
Q

difference between de jure & de facto

A

in law/government, “by law”
- describes practices that are legally recognized regardless of ifr the practice exists in reality
- conversely “de facto” = in face. describes situations that exist in reality even if not formally recognized

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32
Q

obrogation

A

modification or repeal of a law in whole or in part byu issuing a new law

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33
Q

One China

A

relationship between PRC (People’s Republic of China) on Mainland China and ROC (Republic of China” based on Taiwan
- OC asserts there is only one de jure Chinese nation despite the de facto division between the two rival governmetns

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34
Q

One China policy

A

US strategic ambiguity regarding Taiwan
- 1972
- US acknowledges that all Chinese on either side of the Taiwan Straight maintin there is but one China and that Taiwan is part of china” but doesn’t challenge that position
- US has formal relations with PRC, recognizes the PRC as the sole legal government of China, and simultaneously maintains its unofficial relations with China while taking no official position on Taiwan soverinty

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35
Q

One China principle

A

PRC and ruling Chinese Communist Party that ther is only one legal sovering state under the name China with PRC being the sole legitimate gov of China and Taaiwan is an inilable part of China

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36
Q

strategy of China/PLA

A

“Three Warfares” -
aims at undermining international institutions, changing borders, and subverting global media w/o firing a shot

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37
Q

how does DIME play into the war with Russia

A

war w/RUssia is economically and diplomatically through China to Russia

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38
Q

how does the budget play into how we fight wars

A

we budget to fight wars on teh horizon

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39
Q

effect of US bombing the Houthi

A

effect of US bombing HOuthi and effect on shipping
- we’re bombing them but not ending teh wary
- what message does that send

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40
Q

Mayaguez incident

A

Cambodia and US 1975
- Khaumer rough took Phenom Pen and ousted US backed Khmer Republic. a US merchant vessel USS Mayaguez was captured in a disputered maritime ara, stron.

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41
Q

failed operation to get the Iran embassay hostages back

A

Operation Eagle Claw

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42
Q

Operation Eagle Claw

A

Iran hostage rescue
- Miracle on Ice/Iran Revolution over Ayatollah overthrowing’s Shah, prz election Carter vs Regan
- SOCOM cam out of that mission
0 b/c of the election, they moved fast. if it had happened in 1981, may have moved slower b/c not election yr

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43
Q

9 Dash Line

A

set of line segments to accompany claims of PRC CHina and the ROC CHina (Taiwan) claims in South China Sea
- Paracel Islands, Spratley Islands…

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44
Q

Islands in the South China Sea

A

Paracel Islands
Spratly Islands
Pratas Islans
Vereker banks
Macclesfield Bank
Scarboaroah Shoal

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45
Q

nickname of Pershing

A

Black Jack Pershing
- tried to capture Pacho Villa

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46
Q

led mission to capture Pacho Villa

A

Black Jack PErshing

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47
Q

Little Green Men

A

Crimerian taken by Russia

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48
Q

yr the Wall went down

A

1989

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49
Q

yr the USSR collapsed

A

1991 - two years after wal colapsed

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50
Q

Israel versus Hamas

A

Prevailing Narrative
- unproportional response to what happened in October 6

Prevailing narrative twoards rusia in ukraine
rusia is doing self defense
nato bullyng russia

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51
Q

Republic of Georgia and NATO

A

wants to be in NATO but will do what we say. but probably won’t be in NATO

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52
Q

Deception Plan of Operation Desert Storm

A

goal: use the offshore MEU to cause them to force reallocate
- SEALS/Marines kept Iraq forces fixed in Kuwait
- blew up beach to make it look like we’d land on the beach. let the left hook come in
- ground combat 96hrs

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53
Q

Irweland and Iraw

A

all beef in Iraq came from Ireland in 2003. so our actions cut into their economyh.; Ireland prevailing narrative was that our war was illegal
SO…improtant to know your allies, motivations, prevailing narratives and background source

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54
Q

3 things to know about information advantages

A
  • system overmatch
  • prevailing narrative
  • force resillience
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55
Q

functions of information

A

generation
preservativer
projection
denial

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56
Q

media in NK, China, & RussiA

A

restrictive media so they own their prevailing narrative
- peopel see only what their government wants them to see. some of our people can do it to themselves by limiting what they see

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57
Q

what do we do instead of psyops

A

“we do influencing not psyops”

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58
Q

social media as a weapon

A

social media is a weapon platform
- ammunition = influence

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59
Q

why was the Code of Conduct created

A

no standards for how to act as a POW

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60
Q

what aren’t peopel being taught

A

aren’t being taught how to recognize TikTok talking points being pushed on your

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61
Q

POW defected to Korea after Korean War

A

21POW defected to Korea instead of returned to US. their descendents are still used in propaganda

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62
Q

what do you need in order to make plans

A

you need information to make plans
- information builds into how we make plans

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63
Q

winning hearts and minds

A

is a concept occasionally expressed in the resolution of war, insurgency, and other conflicts, in which one side seeks to prevail not by the use of superior force, but by making emotional or intellectual appeals to sway supporters of the other side.

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64
Q

East Timur (near Australia) in 1990s

A

took airfield by landing a C130 on it
- “Counterinsurgency” by ___ & “Accidnetial Guriella”
- awarding personnel for not shooting b/c bac if someone shot, they’ll look for revengen so no creating next insurgent or creating next sympathizier

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65
Q

what to do with neutral people

A

if people are neutral, we want to keep them neutral or join our prevailing narrative

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66
Q

restrictive ROE

A

you always have the inehrent right to self devense BUT you have to positively ID the target
- we DO NOT indiscriminately shoot b/c we are required to positively ID

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67
Q

important thing to remember about agendas

A

recognize that an agenda is being pushed

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68
Q

2 things that matter

A
  1. your people
  2. your mission
    - when bullets are flying, it doesn’t matter why you are there. people and your mission do. be above the fray. agenda doesn’t matter
    - think about above…
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69
Q

Modernity

A

condition of being modern, encompassing cultural, social, political, and technological chanes from the Renaissance to the Industrial Revolution
- characterized by progess, scientific discoveries and technological innovation

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70
Q

Solidarity Movement

A

Poland against Communism

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71
Q

how can you recognize Gorbachev in pocitures

A

port wine stain on head

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72
Q

2 words by Gorbachav

A

glasnost - openness
perestroika - restructuring

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73
Q

“life punishes those who come too late”

A

Gorbachav warning to Honecker in 1989

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74
Q

US isn’t just defending itself with nukes…

A

other countries expect us to assume risks to defend them with nukes. a credibility problem

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75
Q

last USSR secretary

A

Goabachav

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76
Q

Spain in WWII

A

not a belligerent. got no postwar marshall aid
- had fascist not communism but

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77
Q

wrote “Cambridge Modern History”:

A

Lord Acton

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78
Q

year Communism was established in Rusia

A
  1. Post Revolution
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79
Q

what is Communism?

A

claim that capitalism would fail as a result of instability and inequality.
- stock market crash of 1930 laid credibility to this claim

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80
Q

what historical event made Communism look credible?

A

Communism was the claim that capitalism would fail as a result of instability and inequality
- stock market crash of 1930 laid credibility to this claim

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81
Q

why did the Cold War arise?

A

Cold War arose from teh consequences of restructuring world order post WWII

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82
Q

Four Policemen

A

FRD postwar council with the Big 4 that FDR proposed as a guarenteer of World Peace
- the 4 Allies of WWII: UK, US, Soviet, China

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83
Q

Marshall Plan

A

economic reconstruction w/strings attached
- money plus a lot of politics. the poltics part was hard for the SOviets to swallow
- Soviets were eligible to receive but didn’t b/c politics

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84
Q

Iron Curtain

A

dropped by Red Army but American policies helped nail it in place

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85
Q

strategic plan

A

tool to define where your organization whats to go and what actions you will take to acheive those goals

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86
Q

what is the difference between strategic financial management and tactical management?

A

strategic looks where the org want to go and what actions you’ll take to achieve those goals
- tactical management looks to seize near-term opportunities

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87
Q

“We will bury you”

A

Khruschev said to Western ambassadors at the Polish embassy in Moscow in 1956.
- phrase was very negatively received by contempoary We4stern audiences. 12 NATO nations and Israel left the world.
- many Americans interpreted it as a nucelar threat
- NOT meant to be a military threat (?). actually a prediction that USSR economic performance would increase US/west capitalism
- Khruschev later said “I once said ‘we will bury you’ and I got in trouble with it. of course we will not bury you with a shovel. your own working class will bury you.”

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88
Q

nuke use after 1945

A

no one used a nuke against each other after 1945

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89
Q

Pl Pot

A

Cambodian revolutionist/politician/dictator
PM 1976-79
ideologically Maoist and Khemer ethnonationalist
- hist administration converted Cambodia into a one party communist state and perpetuated the Cambodian genocide

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90
Q

Rapprochement

A

from French word “rapprocher” to bring together
- reestablishment of cordial relationshs ebtween to countries

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91
Q

thinking of hx/people/events as “good versus evil”

A

might not be “scientific” b/c biased, smug, complacency but is is difficult and even triumphial self-con for historians to be objectives
0 but they don’thave difficulties picking a side when race/class/gender/slavery/imperalism/genocide

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92
Q

gravediggers in Hamlet

A

digging a grave for Ophelia. discusses if she deserves a christian funderal after suicide. discusses life/death/christanity.

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93
Q

skull in Hamlet

A

Yorkck

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94
Q

collection of Shakesphere plays

A

First Folio

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95
Q

childhood friends of Hamlet

A

Rosencranza dn Guilden stein

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96
Q

what are historians by their nature?

A

revisionists. subvert and confirm prevaling narratives

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97
Q

fable most often associated w/the end of the COld War

A

emperor’s new clothes

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98
Q

3 most common schools of thought in International Relations

A

realism
liberalism
constructivism

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99
Q

historians and processes versus structures

A

historians prefer tracing processes but are vague about structures
- theorists describe structures but often fail to place them with a stream of time
- contrary to what many may suggest, bipolar systems may be more stable than multipolar

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100
Q

axiomatizations

A

mathematical theorems that relate theoretical concepts of decision making to observable data
- process of constructing a formal system of logic or mathematics based on a set of axioms and rules of inference

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101
Q

metaphysics

A

philosophical study of reality, exploring basic issues around substance, existence, causality, and more

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102
Q

Neo-realism

A

theory of international relations that emphasizes the role of power politics in international relations, sees competition/conflict as enduring features, and sees limited potential for cooperation

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103
Q

superpowers post WWII

A

US and USSR
- system flow from these two to smaller.
- flow from center to perhiphery
- think about what happens when subordinate groups like slaves/women -viewed as powerless- challenges/resits the center

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104
Q

sphere of influence

A

spatial region or concept division over which a state/organization has a level of c ultural, economic, military, or political exclusivity

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105
Q

Politburo

A

highest political organ of central committees in communist poarty

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106
Q

government in Russia

A

Kremlin

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107
Q

year of the PRague Spring

A

1968

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108
Q

what speciality is often neglected when you consider politics and international relations

A

geogrpahy

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109
Q

when was martial law established in Poland

A

1981

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110
Q

hx of China during teh COld War

A

secondary power maintined its authomomy by alternating, aligning with and deflecting from USSR/US spheres of inluence

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111
Q

people view things different

A

rabbit or duck?
- we focus on different things but later see the image ont eh same spectrum

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112
Q

distributed operations

A

warfighting concept Marines as a response to the changing enviornment post GWOT
- adaptive enemies and more complex enemy so we can’t do conventional forces

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113
Q

overarching goal of distributed operations

A

maximize MAGTF commander’s ability to employ tactical units across the depth/breath of a non-linear battlefield
- form of maneuver warfare where small highly capable units spread across a large area of operations will create an advantage over an adversary though the deliberate use of separation and coordinated independent tactical actions
0- will use close combat/supporting arms to disrupt the enemy’s access key terrain and avenues of approach

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114
Q

2 deployment modes of distributed operations

A

disbuse mode: distributed units sprad out to find targets, gather intel, and secure lightly defended infrastructure

coalesce mode: units coalesce to concentrate all of their firepower on large, heavily defedne3d targets of opportunity, HVT, perhaps with te aid of air/sea based bombardment

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115
Q

coalesce

A

fuse/unite from a combination fo distinct elements

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116
Q

island hopping with HIMARS

A

put on island, move to another, shoot, move.

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117
Q

fate at the battle of Wake Island

A

Wake Island logistical supply line decreased b/c Pearl Harbor.
- ran out of bullets and surrender

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118
Q

importance characteristics to have in the future

A

Marine self-sufficiency and self sustaining

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119
Q

air ops island hopping versus ships

A

ships are targets for missiles

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120
Q

why did we lose Wake Island?

A

Wake Island was taken b/c they ran out of supplies and had no reinforcements

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121
Q

What are the implications for future force structure planning?

A
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122
Q
A
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123
Q

what is important to understand if units will be operating alone?

A

understand commander’s intent

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124
Q

what 2 things in the military “make things happen”

A

logistics & communication

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125
Q

difficult working in an environment when you have to also remain undetected

A

ability to collect and detect us possible w/o unmasking
hide n plain sight, statellite to block

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126
Q

what do HIMARS affct in terms of as function of marine tactical aviation

A

HIMARS affect the “control of aircraft and missiles” function of MC tactical aviation

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127
Q

problem if our adversaries employ jamming against our aircraft

A

jamming =- go to wrong place, can’t refuel, missiles can hit…

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128
Q

Jordan base attack

A

killed 3/hurt 40
- mistook drone for US. so that’s why EW/control of aircraft is important

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129
Q

problem of the workign with the MEU

A

outside of the MEU, no units are working together until later in the life cycle
* you learn how to work together at the end
- yet you become the most efficient a the start when you aren’t a “pickup team”

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130
Q

CHOP style

A

ID units to gain more cohesion. pme

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131
Q

control of aircraft and missiles

A

…a lot of shit in teh air

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132
Q

ROLO

A

roll on/rolloff

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133
Q

problem with tanks

A

aging platform
aren’t keeping up with air
hard to maintain

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134
Q

British and civilian ships

A

british outfit civilian ships

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135
Q

interstate highway design

A

we do design our highways with a military purpose in mind
- land aircraft

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136
Q

military enablers

A

logistics
communication
forceprotection

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137
Q

time of Benghazi

A

13 hrs

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138
Q

air contingency MAFTF

A

73 hrs to monilize into a contested area

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139
Q

role of Green Berets

A

foreign internal defense is their bred and botter

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140
Q

important thing to remember about the CIA

A

may already be there

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141
Q

what does the SIF concept rely on

A

avoidance and redundancy mindset regarding logistics
- will have to carry in
- if we are worried about logistic chains, we’ll have to carry it in our packs

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142
Q

“First to Fight”

A

by krukack
recommended book
america doesn’t need the Marien Corp, it wants one
MC goes away whace it fails to adapt

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143
Q

“never get involved in a land war in Asia”

A
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144
Q

role of Marine Corp

A

seize advanced naval bases

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145
Q

major barrier

A

our own people and host nation have to want the us to be there…when not, that’s a mjor barrier

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146
Q

what to think about “winning”

A

what we consider a “win” today is different than we tw…

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147
Q

operation in Black Hawk Down

A

Battle of Mogadishu = Operation Gothic Serpent
October 1992
that day changed American foreign policy for the next 10 years
we lost 19 men

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148
Q

military chain of command listing

A

Goldwater Nichols Act

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149
Q

Operation Gothic Serpent

A

battle of magadishu

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150
Q

paper tiger

A

something/someone that claims/appears to be powerful or threatening but is actually ineffectual and unable to withstand challenges
- Mao Zedung used that expression against political opponents like the US

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151
Q

“How do we convince American people to “why we are there” that we need to put Americans on an island

A
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152
Q

“How do you support the troops but not war”

A
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153
Q

Japan post WWII

A

we put our people into Japan post war.
we invested and protected them sour our relations are fine

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154
Q

Mediterrean/Red sea

A

aggregrate/disagregate lessons learned there will be used against China

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155
Q

what is an Expeditionary Strike Gorup

A

ARG/MEU plus subs and cruisers

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156
Q

brown water Navy

A

ARG/MEU.
targeted by most adversaries
0- if we can’t get close, we need blue dep navy to get close

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157
Q

problem of breaking off pieces of the ARG/MEU

A

means it will not be capable of all METS and require reintegration following breakdown
- rotate each yaer, not going to war with the sme team we train ith
-

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158
Q

“ultimate Marine pickup team”

A

MEB

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159
Q

what happens when your promotion zones shrink

A

attrition is higher

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160
Q

HPLP

A

health loan repayment program

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161
Q

understand how nurses fit into overall operational billet missions

A
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162
Q

purpose of DMHRSI

A

helps BUMED see deficits
BSO-28

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163
Q

promotion board tansk

A

“Tank” where the voting takes place
- record pops up on teh screen
- notes written all over
- 5 seconds to convince 5 people to vote/not vote for them
7a/7p scrubbing records
- they don’t know how many can promote. they learn leader
- billets bought by congress
- don’t know number to not skew

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164
Q

how to mark up a OSR for a promotion board

A

“remarks” for the board to see and brief from
star, frown, arrow up/down

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165
Q

important thnmkabt the RCA

A

are you trending to the right, above/below the RSCA
1 or 21 and not get EP, that sends the messge to the baord
- you should be able to compete with yourself and be EP

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166
Q

problem of changing senior for promotion

A

hard to show movement if reporting senior keeps changing b/c new RSCA
- change of command
- can’t hold onto EP if new reporting CO
- if extending and have EP, they will take that into accont b/c holding onto EP and hold from someoen else

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167
Q

Board members for a promotion

A

always 5
president is always an Admiral
3 NC, 2 line
line needs to have things interpreted or htem
- we’re promoting leaders not clinicians
- admiral is not a NC to bot be biased…but still Staff Corp

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168
Q

promotion voting buttons

A

25%, 50%, 75%, 200%
- average core
scattergram. that’s where you find out how to promote
- middle is the “crunch”./ get a different record scrub 7 different peopel. presented twice if in teh crunch

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169
Q

why does Congress sign off on promotions

A

b/c they ghold the purse
- if delayed, you’ll get back payment to the time you were supposed to promtoe

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170
Q

reason for the Promotion Phasing Plan

A

Obama 20123 gov shutdown but continuing resolution to keep the money. promotion phrasing use to promote 55% isn October and 15% at the end fo the year but Obama flipped to save money

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171
Q

quote about who we promote

A

“we promote leaders we DO NOT promote clinicians”
but we must remain in the specialty

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172
Q

recommendation to craft your Block 41

A

be part of your command, Enterprise (BUMED), NC (remain relevant)

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173
Q

why is promotion an open book test?

A

convening order & precept tells you what you need

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174
Q

Letters to the Board

A

legal document
- by law, briefer must include it. so it will eat up time
- only the member can submit
- no one can write a letter to the board w/o going through out
- bc/ you don’t want the letter to go to the board w/o your knowledge
- letters aren’t part of permanent record

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175
Q

what does the WMD 2003 exemplify

A

example of bad intel. multiple sources didn’t’ verify. one person failed all

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176
Q

importance of intelligence

A

eliminates assumptions to decrease risk to the operation

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177
Q

why was the falling of the Berlin Wall an intelligence failur

A

1989: Bush went to bed w/USSR pointing directly at the US and woke up with the USSR ending overnight w/o a fuss. intelligence didn’t predict or see coming

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178
Q

control intelligence concerns

A

control sea lanes and intelligence

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179
Q

what information do we need in a contested maritime enviornment

A

capabilities and locations of our adversaries
- whose there where we’re shooting from

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180
Q

logistics problems w/aircrft

A

how many planes per sortie/lift
number lbs per person

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181
Q

important consideration for island hopping

A

how to sustain

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182
Q

water logistical consideration for island hoppign

A

water consumption temperature versus desert- consider the neivonrmetn

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183
Q

temperature when operatoinal

A

we aren’t going to halt for black flag downrange
- our three key things are weather, enemy, and terrain…
- what is our footprint susceptible to

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184
Q

3 things to keep in mind when thinking about our footprint downrange

A

we aren’t going to halt for black flag downrange
- our three key things are weather, enemy, and terrain…
- what is our footprint susceptible to

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185
Q

radio repeater

A

electronic device that receives and retransmits a signla to extend its range or coverage.

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186
Q

special kind of spray pain

A

spray paint thermal capabiliteis

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187
Q

what happens when we are wrong

A

wasted resources,
international condemnation/lose trust and credibility
mission compromise

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188
Q

problem of commanders and intelligence

A

some require a lot of intelligence to make decisions. that halts action when they are slow to make a decision

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189
Q

important thing to remember even if your intelligence is correct

A

intelligence may be correct but if they know ro see your ractions and they have time to change their plan, timing problem…

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190
Q

pitfall of intelligence

A

communication channel dependent

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191
Q

inherent biases in intelligence

A

habit
how do we gain experience if we don’t’ go to war
affect how you look at situations

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192
Q

problem when you solely do your training via reading

A

could develop an inherent bias. reading history creates inherent biases

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193
Q

why doesn’t the enemy need to be local

A

enemy doesn’t need to have the local populace agree with their actions
- some degree of control even physhologically like fear

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194
Q

what specifically do we want to know about the enemy so we can realize maneuver warfare?

A

CV, COG
..helps us understand their capability
*we attack CV to get to COG
-walls are COG. sit/starve or break out

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195
Q

how do you attack someone’s COG?

A

we attack CV to attack COG

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196
Q

how to defeat armored vehicles

A

defat optics, ability to maneuver, shot gas tanks in the back. eventually run out of fuel and Russian resupply power. do something once tank stops

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197
Q

important thing to remember about EABO

A

a thory

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198
Q

important thing to prioritize on an EABO

A

need to prioritize signature

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199
Q

“how does the environment prioritize a mission?”

A

if spending all time foraging for food…

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200
Q

Norway operation and frostbite

A

lots of frostbite even intentional to get out of training. didn’t realize that would cause them to lose limbs

201
Q

important thing to remember about cold weather oepatiosn

A

fuel freezing point affected in cold
- water under ice is warmer if line under stea

202
Q

concerns of roads in island hoppign

A

roads on islands will probably be too narrow in Pacific or washout/mud
- do our aircraft/vics work well in water/mud…not really. plus breakdown. monsoons in Pacific

203
Q

all impacts island hopping

A

lift capabilities, weather, transportation lanes

204
Q

“don’t know what you don’t’ know so you need to know what to ask”

A

need conversations ahead to time about capabilities and how to ask the right Questions
0- they aren’t mindreaders
- like “I need a picture”…okay…but what kind?

205
Q

Intel S2 does IPB which isn’t always a product the 3 can use

A

infantry wants to be able to look at a product and say “can I land a C-130 there”? yes I can b/c the color of the map says I can
- thus, it is imprtant to have stakeholders like pilots
_ don’t let intel guys do intel within their own circle of trust
- S2/3 should work close togeth

206
Q

important thing to remember about the age of the military’s critical thinking/doers

A

18-25yo are not critical thinkers but are risk takers.
- how do we as leaders develop them?
- teh corpsmen are this age

207
Q

what does the concept of an EABO depend on?

A

entirely on US having access to these areas to be the joint forces center

208
Q

“never get invovled in a land war in Asia”

A
209
Q

shift to EABO

A

small forward groups will have to collect more than receive. learn how to send/gain information

210
Q

S. America and China

A

SOUTHCOM b/c S. AM has untapped resources China may want to overwhelm/bankrupt them
- American interest as well gives them access to our borders
- plus, China is dumping money into the Panama canal and building infrastructure

211
Q

we require certain things of the government we work with

A

US aid comes with stipulations but China doesn’t have that. they just want access.

212
Q

ability of non-intel marine’s to do intel stuff

A

how do you develop a sailor/marine to do critical thining
- need to convince them to think critically befre they realize they need to save a life
- difficult to develop that in the under 20s b/c their brains are still developing
0 asking them to have an old man’s head on a young man’s shoulders is a big ask

213
Q

SST

A

single surgeon team
- 8 medical providers and a TS3
TS3: Tactical Scalable Surgical SYstem

214
Q

what should you ask when you are assigned a PA

A

do you have a specialty like surgery, emergency medicine, ortho…

215
Q

important thing to remember about all personal within a small deployable medical team

A

all must be able to function both within their team and outside of their scope of practice to maximize team efficiency
- appropriate cross-training across disciplines key to successful outcomes in resource constrained environments

216
Q

ASSET

A

Advanced Surgica Skills for Exposure in Trauma

217
Q

EWSC

A

Emergency War Surgey Course

218
Q

BEST

A

basic endovascualr skills for trauma

219
Q

PFC/PCC

A

prolonged fiedl care/prolonged casualty course

220
Q

POMI

A

palns operations medical intellgience

221
Q

recommendation for nurses assigned to small surgical teams

A

there is a recommendation that all nurses assigned to Single Surgeon Teams be JEC trained
- they also recommend PA and ME go to cross training and increase opprotuniteis for pt

222
Q

NTV

A

nontactical vehicles

223
Q

ISB

A

intermediate staging base

224
Q

CCP

A

causalty collection point

225
Q

important thing to remember when you are setting up a medical unit with ERC capabilities

A

proximity of medical untis and flight line

226
Q

MSPF

A

maritime special purpose fires

227
Q

deployment capability and aircraft space

A

consider how limited aircraft space impacts the ability to deploy forward as a team and what capabilities that’ll leave us

228
Q

COC

A

combat operations center

229
Q

flexibility per USMC Force Development 2030

A

future operational flexibility requires a lighter logistical footprint independent of Quadcons and heavy lift capabilities

230
Q

PACE plan

A

for selecting shelter for forward deployed DCS team
primary, alternative, contingency, emergency

231
Q

what needs to be thought about w/regards to ERC when R2P2

A

during R2P3, consider space allocation for pt transport needs considered when developing local plans

232
Q

mission planning & space

A

mission planning must consider the requirements for additional space beyond number of personal needs to be accounted for in determining platform for CASEVAC

233
Q

what is a critical capability for medical units in resource constrained asustere enviornments

A

prolonged casulaty care is critical care in teh rsoruce constrained austere enviornmetn

234
Q

LSCO

A

large scale conflict operations

235
Q

lack of air superiority

A

defining feature of LSCO (large scale conflict operations) is lack of air superiority
- will significantly limit pt transport opportunities
0- current conflicts have also demonstrated systematic targeting od dedicated pt movement platforms, further limiting the ability o transport pts within standard NATO transport

236
Q

tool ERC can use to transport pt to aircraft

A

wheeled litters/rickshaws would significantly improve transport to/from aircrafrt while simultaneously acting as a stable platform to perform austere surgery if required

237
Q

proof of concept

A

realization of an idea, method, or principle to demonstrate its feasibility or viability

238
Q

realization of an idea, method, or principle to tests its feasibiliy/viability

A

proof of concept

239
Q

ERSS

A

expeditionary resuscitative surgical system

240
Q

SST

A

R2LM with limited austere surgical and critical care capability. reduce capacity due to personnel and logistical conditnois

241
Q

TSC

A

Training Support Center

242
Q

PMR

A

patient movement request

243
Q

in one exercise, PET replaced the NATO 9-Line with PMR (Patient Movement REquest)

A

problem…PMR requires the creation of an extensive patient profile which necessitates its completion priort o submission of the evacuation request
- due to time limitation constraints, it wasn’t feasible to complete the comprehensive pt profile in advance so they did an abbreviated one
- problem during exercise. shortened PMR template made it fiddiuclt to reporiritize the pt for evacuation. pmr didn’t allow for additional pt tobe added or ex hanged on an exiting PMR. hwhen a high acutity pt needed to beevacuated. so no PMR had to be ubmitted which created confusion and duplicate requestos. also confusion about which pt woudl be move dw/organci ERC and edicated MEDWVAC

244
Q

EXCON

A

exercise control

245
Q

MEDCOP

A

medical common operating picture
- a component of JOMIS
- used as a primary platform for chat-based communciation
- can manage class A/B, bed capacity, and track mission essential people/equipment
- positione dot be the standard medical communciatoin platform for operation
-

246
Q

JOMIS

A

joint oeprational medical information system

247
Q

FEX

A

field exercise

248
Q

MSOC

A

medical support operations center

249
Q

DASC

A

direct air support cell

250
Q

exercise in breif

A

opportunity to disseminate critical information, training objectives, safety information, answer Q’s, find review of deployment plan and scheme of maneuver, understand plan

251
Q

what happens when planning doens’t integrate into a Marine Unit

A

w/o integration into a marine Unit, the planning and execution phases of an operation loses operational realism that prepares sailors for real-world deployment
- decreases critical thinking skills needed to troubleshoot

252
Q

PCCC

A

prolonged caualty care course

253
Q

HSSO

A

health service suport office

254
Q

PTP

A

predeployment training plan

255
Q

BATDOK

A

Battlefield Assisted Trauma Distributed Observation Kit

256
Q

VSAT

A

very small aperature terminal

257
Q

IMR

A

individual material readiness

258
Q

MUOS

A

mobile user objective system

259
Q

MEDLOG

A

only required to keep AMAL consumable blocks 70% stocked and do not prioritize completely stocked blocks for training purposes

260
Q

TACSOP

A

tactical SOP

261
Q

ISOPREP

A

isolated personnel report

262
Q

METOC

A

meteorological oceanographic

263
Q

DRC

A

deployment readiness center

264
Q

AOPSO

A

assistant ops operations

265
Q

ISAF

A

International Assistance Security Force

266
Q

what drives plannign

A

CO’s guidance provides clarity and drives planning
planning is commander centric

267
Q

what drives planning

A

assessment drives planning
design is important int he planning process

268
Q

what is important to do in order to plan appropriately

A

it is important to expend time to oganize HQ for planning
assessment defines planning

269
Q

what do you need to understand before you start to solve problems w/planning

A

understand the environment and frame the problem before attempting to solve it

270
Q

what type of planning helps to set conditions

A

branch and sequel planning

271
Q

what does the design aspect of planning include

A

clear definitions to the problem including expectations regarding the resolution

272
Q

how do you include stakeholders in plannign

A

include stakeholders in all assessments, decisions and phases of planning

273
Q

what leads to better facilitation of JOPP

A

quality time spent in design leads to better facilitaion of JOPP

274
Q

what does assessment during the execution phase cause

A

may lead to the need to modify operational approach

275
Q

Design (planning)

A

problem setting
- commaner driven strategic dialogue

276
Q

difference between design and planning

A

design = problem setting
planning - problem solving

277
Q

operational design and JPP

A

plan/order that drives the joint oepration

278
Q

Joint Operational plannign

A

heavy on design aspect until JFC publishes plans and guidence including design, concept, CCIR, CDR intent

279
Q

what does planning generate

A

a plan - series of executable actions. design forces on learning about he nature of an unfamiliar

280
Q

what is invested in framing problems at the theatre/strategic level

A

at eth theatre/strategic level fo design, intellectual capital is invested into framing the problem

281
Q

campaign plan

A

campaign plan: defines end state, broad objectives and desired/undesired conditions
- whereas at the operational/tactical level, it is more about solving a problem already frame
- we do actions/tasks in support of defined objectives

282
Q

CDR Decision Cycle

A

your staff must be organized
must nest w/other level decision cycles (FUPLAN, FUOP, CUOP_ and HHQ/subordinant/adjacent

283
Q

planning and each event horizon

A

each event horizon has its own set of planning efforts that compete for limited personnel, capability, and expertise within their HHQ

284
Q

improper management of resources and planning efforts at HHQ

A

significantly impacts lower HQ planning efforts
_ lat minute tasking, FRAGO orders …

285
Q

JTF Event Horizons

A

FUPLAN: what next? sequel
FUOP= what if? branch. warno
CUOP- what is. execute branches/sequies. brago

286
Q

what does planning fall into

A

one of 3 event horizons
FUPLAN, FUOP, CUOP

287
Q

wht is the mark of a successful staff

A

do FUPLAN/FUOP/CUOP simultaneously and effectively on all three event horizons
- limits stove piping and facilitate horizontal communities

288
Q

simple definition of a COA

A

action options leading to end state

289
Q

why shouldn’t you get too attached to a plan

A

“Don’t get too attached to a plan b/c plans change

290
Q

how to integrate and bring together expertise and develop coherent staff recommendations

A

B2C2WG

291
Q

what are B2C2WG meant to do

A

technique HQ uses to eliminate staff stovepiping and facilitate horizontal coordination and integration
- horizontal integration can be a challenge

292
Q

what do branches and sequels allow CDRs/staff do

A

keep pace with constantly evolving situations while staying focused on mission accomplishment

293
Q

PPBE

A

DOD Planning, Programming, Budgeting, and Executing system
- strategic planning process for allocating resources among military and defense agencies

294
Q

METT-T

A

mission enemy terrain weather troops time avaialble

295
Q

3 types of task analysis

A

specific
implied
d

296
Q

PECLS

A

performance evaluation checklist

297
Q

TFSMS

A

total force structure management system

298
Q

goal of COA wargaming

A

examine/refined options produced during COA development in ligHT of capability an restraints particular to the COa

299
Q

what must operational orders clearly articualte

A

operational orders must clearly articulate CO decisions/intent to those tasked with executing an order

300
Q

goal of USMC SERVMART

A

to provide MC customers with quick consistent across to a wide arms of products while minimizing time/costs spent on routine purchases

301
Q

PEBE

A

preliminaly exercise budget estimate

302
Q

intent of a story board

A

express an exercise, deployment, task, activity bva pictures and a narrative

303
Q

RSO

A

range safety officer

304
Q

when should site surveys before an exercise take place

A

within 90 days

305
Q

RO/ARO

A

responsible orfricer/assitnant
- individuals authorized to pick up and signh custody

306
Q

life support requests for exercise

A

chow, latrine, water refill

307
Q

EDL

A

equipment density list

308
Q

TCPT

A

transportation capacity planning tool

309
Q

competing requests

A

deconflict competing movement requests within an organization

310
Q

MCCRE

A

MC COmbat REadiness Evaluation

311
Q

UGR

A

utilized group rations
hot chow

312
Q

how many gallons in a water bull

A

400 gal

313
Q

SIPR

A

secure internet protocol router

314
Q

SAAR

A

system authorization access request

315
Q

ORM

A

operational risk managemetn

316
Q

BITS

A

back in the saddle

317
Q

what is a mCCRE

A

minimal requirements fo a unit to deploy

318
Q

temperatures of each flag

A

black = over 90
red 88-89
yellow 85-87
green -80-84

319
Q

CHOP

A

change of operational command
f0r units preparing to CHOP to a MEu

320
Q

PIM

A

performance input memorandum
- for TAD over 90 days

321
Q

be above reproach

A

having a good reputation and character that does not bring shame or disgrace

322
Q

where are USAID food warehouses

A

HOuston, South Africa, Djiobouti, Dubai

323
Q

why don’t we preposition foods

A

b/c perishable

324
Q

what do USAID blankets say

A

USAID items like blankets say USAID from the American peopel but do have unbranded items if unsafet to deploy branded ones

325
Q

weight of 10L water

A

40 lbs

326
Q

weight of one liter of water

A

`iL of water = 1kg

327
Q

3 aspects of food security

A

availability/in sufficient quality
access versus insufficient
utilized sanitation/water

328
Q

high energy biscuit

A

Plumpynut

329
Q

WASH

A

water
sanitation
hygiene

330
Q

what is important to remember about loading/unloadign

A

when loading a plane/ship with supplies or food, think about if you’ll have electronic lifts at destinations of if you’ll have to unload by hand. might not be safe to slow down at destination by unloading by hand

331
Q

role of assessment teams

A

look for gaps, capabilities, and reosurces

332
Q

drive around to assess a scene

A

windshield survey

333
Q

what does a disaster declaration open

A

disaster declarations open the spigot for funding

334
Q

what is important about first responders to a disaster

A

must be self0sustaining and not expect local accommodatins

335
Q

water and USAID

A

USAID does water treatment not purification

336
Q

OCHA

A

UN Office for the Coordination of Humanitarian Affairs
- strengthens international response to complex emergencies and natural disasters

337
Q

CMCoord

A

Civil-miliary Coordination

338
Q

largest logistical organization in the world

A

World Food Program

339
Q

UNHCR

A

UN High Commissioner for Refuges
- seeks permanents states for refugees an stateles

340
Q

why is UNICEF so big on water/sanitation

A

b/c diarrhea kills

341
Q

IOM

A

international org for migrants
manages camps

342
Q

what supports MCPP

A

INTERNAL CYCLES

343
Q

what happens as you develop more RFIs

A

you go back to problem framing

344
Q

what happens when you disaggregate operations

A

you won’t have on the ground experts…so you’ll need to work on our reporting procedures
BUT
concern will be how to send intel collected w/o sending excessive Signals. we’re looking at doing this agaisnt a near peer. human-free autonomous node

345
Q

why won’t the human factor go away in intellgience operations

A

still need a second verified that is human to prove/disprove what the sensor picks up
- thus, human factor won’t go away

346
Q

what, w/regard to intelligence, do disaggregated operation commanders need to be comfortable w/

A

small unit leaders have to be comfortable w/not having intel on scen and how to collect/shield from signals, and send out intel

347
Q

what can “do unto others…” do for you

A

“do unto other…” can be enough to get your foot int he door

348
Q

wars with China and Russia..

A

.proxy wars…

349
Q

w/regards to intelligence, what is everyon

A

intel colector

350
Q

what is the purpose of intelligence

A

intelligence helps someone make a decision w/timely information

351
Q

female engagement team

A

Lioness program

352
Q

what doesn’t happen in a vaccuum

A

intel and execution

353
Q

problem with using non-intel trained collectors

A

problem w/disaggregated ops. what they decide to report makes a huge difference to the CDR decision-making

354
Q

surprise new mil members are facing

A

we’re now back tot he point where peple don’t join military to go to war and get surprised when they have to deploy
- the guys who have downrange experience are getting farther away from j9inor 18-25yo

355
Q

how to you get the 180-25yo mind to take little I&W pickups seriously…

A

how to take them serious, training them, and get the debriefed to ask the right questions
- ask 3 people wo walk the same path and they’ll report different things.

356
Q

COOP

A

continuity of operations

356
Q

4 phases to disaster

A

mitigation
preparation
response
recovery

357
Q

MCEN

A

MC enterprise network - n

358
Q

SIR

A

serious incident reporting

359
Q

EMLR

A

enterprise land mobile phone

360
Q

SIR

A

serious incidnet report

361
Q

PCR

A

personnel casualty report

362
Q

NERMS

A

navy emergency reponse management system

363
Q

OC

A

regional oepraions center

364
Q

DSCA

A

defense support of civic authorities

365
Q

SEOC

A

shore enterprise operations center

366
Q

NC2

A

nuclear C2

367
Q

how does cyanide

A

works by blocking the intracellular enzyme repsonsible for Oxygen utilization at the ceulllulal level causing cyanide

368
Q

how did Emperor Nero off his family

A

cyanide

369
Q

drinking the koolaid

A

blindly accepting a dangerous or foolish idea based only on coaxing from someone overpoweringly persuasive

370
Q

yr of Jonestown

A

1978
jonestown guyana.
cyanide
killed 900

371
Q

smell of cyandie

A

bitter almond

372
Q

aka dkrity bomb

A

RDD. conventional dxplosive and radioactivity

373
Q

IP

A

isolated persons

374
Q

AFRIMS

A

Air Force records information managment system

375
Q

assigned mission in SERE for IP

A

return to friendly control w/o giving aid of comfort in teh enemy, return early, and in good physical /mental condition

376
Q

what applies to Isolated Persons at all tiem

A

Code fo Condcut

377
Q

3 goals of Isolated Persons

A

maintain life, honor, return

378
Q

uses of plants in sere

A

water, camoflage, shelter, food, warmth

379
Q

emotionals if an IP/SERE

A

boredom, lonely, impatient, hate, humiliations, anger, resentment, dependency, hate, anxiety, fear, panic

380
Q

most important tool in SERE

A

will to survige

381
Q

what does equipment if IP/SERE affect

A

the equpment affects all diecisions, needs, and actions

382
Q

atttiude if you become a IP/SERE

A

moral obligations are in teh Code of Conduct
maintain positive attitude

383
Q

every decision if become an IP/SERE

A

every decision/action is driven in part by if the person thnks recovery/return is possible.
- IP should prepare as though won’t happen

384
Q

ultimate resistence if IP/SERE

A

escape

385
Q

pilots when they eject

A

post ejecting checklist

386
Q

how can you maintain optimism if you become an IP/SERE

A

optimism by setting simple achievable goals

387
Q

what is the motivator if captive

A

will tos urvive

388
Q

resistance if IP/SERE

A

comply with legal and uathorized requests. prevent exploitation

389
Q

importance if IP/SDRE

A

situational awareness
attitude
controlling
avoid letting to panic
sit calmly to collect thoughts
failrue to decide on a COA is a decision

390
Q

s/s of apathy in others

A

resignation
quiet
loss of apetite
withdrawal
lack communication

391
Q

biological purpose of pain

A

protect an injured body part

392
Q

how to control your fear

A

understand the fear
admit that it exists
accept fear as reality

393
Q

what should you be aware of happening in a captivity situatin

A

be aware of developing dependency in a captive environment

394
Q

JOE

A

joint operating environmetn

395
Q

purpose of JOE 2035

A

joint operating environment
- purposeful preparation othe Joint forces to effectively protect the US/interests/allies
- thinking about hte conditions of the worlds can be the difference in victory/defeat, success/failure, needless loss of human life

396
Q

2 challenges to the security environment

A

contested norms: adversaries credibly challenging rules/agreements that define international

persistent disorder: adversaries exploit inability of society to provide functioning legal legit governments

397
Q

problem of discounting low end threats

A

tendency to fester and emerge as a surprise or strategic shock for the SU

398
Q

6 anticipated contexts of future conflicts

A

violent ideological competition,
threatened territory
antagonistic geopolitical balancing,
shattered and organizing
disrupted global commons
contest for cyberspace

399
Q

goal of Joint Operating Environment (JOE 2035)

A

anticipate and prepare for future challenges via asking 3 Questions

  • What trends and conditions will shape the future security environment?
  • how will tends and conditions intersect to change the future character of war?
  • what missions will Joint Forces need to conduct in the future?
400
Q

POM

A

Program Objective Memorandum

401
Q

DIA

A

Defense Intelligence Agency

402
Q

implications for the Joint Force

A
  • adapt to changing conditions
  • manage antagonism
  • impose costs
  • punish aggression and roll back gain
  • impose changes and enforce outcomes
403
Q

in a world w/o overarching global authority….rules are…

A

in a world w/o overarching global authority, rules are only as strong as the willignness of a state to follow and enforce them
- a state may strike for politcial will, economic capacity, and miltiary capabilities
-declinicng but still powerfuls tate seeks to insulate themselves from international rules in order to create threat…

404
Q

OPCON

A

full authority to organize and employ assigned forces
- no authoritiarian direction for logsitics or admin/discipline

405
Q

TACOM

A

authority to control and direct applicateion. and supprot assets. no organizational authority

406
Q

P-8

A

maritime patrol shop

407
Q

Early Promote/Must Promote

A

EP/MP combination can’t exceed a certain % of a summary group
- no limit on O1 to O2
- 60% = O3
- 50% = O4
O5-O6- 40%

408
Q

average yaers of service before an officer gets promoted/paid at next rank

A

flow point
CDR - 15-17 yrs
CAPT - 21-23 yrs

409
Q

OMPF

A

Official Military Personnel I

410
Q

where are records reviewed and voted on for promotion

A

The Tank

411
Q

joint doctrine

A

fundamentals that help you functin effectively in the joijt

412
Q

operation that attempted to rescue the Tehran Hostages

A

Operation Eagle Claw
- no dress rehearsal and all trained separately
0 mechanical failure/dust storm. one cuaght fire and killed servicemembers

413
Q

action post Operation Eagle Claw

A

Opeation Eagle Claw = failed operation to rescue the Iran embassy hsotages
- Holloway Commission
- findings led to a reorganization of the mnation’s special operation capabilities

414
Q

joint interdependence

A

purposeful reliance on one another in capabilities an maximize competency and reinforcing efforts

415
Q

joint functions

A

C2
intel
joint fires
protection
sustainment
movement and maneuvers

416
Q

command

A

art of motivating and directing people and organizatinos organizations into action to accomplish the mission

417
Q

control

A

managing and directing frorces and functions consistent with the CDR’s command authority

418
Q

intelligence

A

identify the enemyh’s capabilities, vulnerabilities, and projects intentions/actions

419
Q

aka DIME

A

instruments of national power

420
Q

what does the strategic level use

A

employs instruments of national defense

421
Q

operational art

A

cognitive approachs by CDR expertise and judgement

422
Q

(principle of joint operations) objective

A

clearly defined, decisive, to obtain the overall political goals
- changes to military objectives can change bc/ the situation/understand changes

423
Q

(principle of joint operations) offensive

A

seize, retain, and exploit the initiative

424
Q

(principle of joint operations) mass

A

concentrate the effects of common power at the advantageous place and time to produce decisive results

425
Q

(principle of joint operations) maenuver

A

place the enemy in a position of disadvantage application of combat power

426
Q

(principle of joint operations) economy of force

A

judicious employment and distribution of force
- measured allocating of available combat power to tasks like limited attack, defenses, delays, deception, or retrograde options to achieve mass elsewhere than at teh decisive point

427
Q

(principle of joint operations) unity of command

A

one responsible commander

428
Q

(principle of joint operations) security

A

prevent hte enem y from acquiring an unexpected advantage. measures the CDR to uses to protect their forces

429
Q

(principle of joint operations) surprise

A

strike at an unexpected time and place when the enemy is unprepared

430
Q

(principle of joint operations) simplicty

A
431
Q

(principle of joint operations) restraint

A

purpose is limited collateral damage and prevent unnecessary use of force

432
Q

(principle of joint operations) perserverence

A

commitment necessary to attain the national strategic end state

433
Q

(principle of joint operations) legitimacy

A

based on actual perceived legitimacy, morality, and rights of actions from various perspectives of interested audiences

434
Q

multinational responses to international crises…what happens after a major trigger event?

A
  • crises follow a typical timeline based on geopolitical and national realities that dictate how the nations will interact with each other
  • after a trigger event, nations look to resolutions from an appropriate international organization like the UN
  • each nation determines its level of interest in response. might form a coalition
  • coalition members meet to form a joint planning group which becomes the focal point for multinational “development force planning” .optional order to include ROE and Ce. can
435
Q

steps that multinations take after a trigger event that causes multinational responses

A
  1. pre-crisis/steady state
  2. trigger event
  3. international resolution
  4. national commitment
  5. force apportionment
  6. joint planning group
  7. oporder
  8. edecution
436
Q

2 stages of coalition building

A

preforming and forming

preforming: if anticipate problems, nations can prepare/update/refine their participation data packages especially ifn long leading areas like REO/fire support/CE, integration…lets nations proactively present nation reuests based on methodical analysis, coordination, and approval at civilian/mil

forming: nation elects to joint the ocalitoin, appropriate forces to the multinational force

437
Q

black cell in exercise

A

organized crime

438
Q

orange cell in exercises

A

armed nonstate actors

439
Q

preparation in advance of the coalition forming stage

A

prepare/update/refine participation packages in advance so the nation’s reps are better prepared and equipped to present national requirements

440
Q

“packages” for coalition joint forces

A

what forces are designed as expeditionary? what is their likely task?
later…what forces have been tasked

441
Q

JPG

A

joint plannign gorup

442
Q

CDE

A

Collateral Damage Estimation

443
Q

force majeure

A

provision in a contract that frees both parties from obligation if an extraordinary event directly prevents one or both parties from performing
- concept of act of god, civil unrest, natural disasters, armed conflict…

444
Q

Phasing

A

shaping - 0
deter
seize initiative
dominate
stabilize
enable civil authorities

445
Q

Phase 0

A

Shaping: solidifying/assuring friendships or dissuading/deterring bad guys

446
Q

Phase: Deter

A

deter undesirable adversary action by demonstrating the capabilities and joint resolve of the joint forces
- activities to prepare forces and set conditions for deployment/employment of the forces in the event

447
Q

Phase: seize initiative

A

JFC seeks to seize the initiative e via application of appropriate JF capabilities

448
Q

Phase: dominate

A

focus on breaking the enemy’s will for organized resistance or control of the OE

449
Q

Phase: stabiliz3

A

`required when there is no fully functional legit civil government. teh joint force might nee to do limited governance until a viable legit local entities are functioning

450
Q

Phase: enable civil authorities

A

enable visibly of legit local entities and restore provision of basic services

451
Q

UNCLOS

A

UN Convention on the Law of the Sea

452
Q

5 domains

A

land, maritime, air,s pace, cyber

453
Q

rules on claims to space

A

no nation may claim sovereignty over space per 1967 outer space treaty. free om of equal and access and use

454
Q

subterfuge

A

trick/evasive of consequences. to hide. secret way fo acting

455
Q

OCO

A

offensive cyberspace operation
- often non-kinetic so difficult to determine if intent is hostile

456
Q

why was shooting down the Chinese Spy balloon a difficult decision

A

would’ve created a large debris field. not reacting is ok b/c dwe don’t want them to know how ew’d react. they wanted to see how we’d react and how aggerssive we’d be

457
Q

JPG

A

joint planning guidance
- responsible for operational planning includes developing a multinational ROE

458
Q

official textbook for the Intermediate Leadership Course

A

“The Armed Forces Officer”

459
Q

US Army/CIA civil rights abuses at a prision

A

Abu Ghraib. Iraq. held 50K. port conditions, torture, and exeuctins wer frequent.
20 miles west of Baghdad

460
Q

female involved in doing prisoner abuse scandal at Abu Ghraib

A

Sabrina Harman

461
Q

dereliction of duty

A

UCMJ Article 92: failure to obey order or regulation.
- willfully refused to perform duties/order or has incapacitated themselves in a way that makes them unable to do their duty (drunk/intoxicated…)

462
Q

what does an O swear to do

A

defend the Constitution against all enemies foreign and domestic

463
Q

detainee inot loged into the record

A

ghost prisoners’

464
Q

movie about Abu Ghraib

A

Standard Operating Procedures - about hte photos that revealed the torture the US did at Abu Ghraib

465
Q

what is sometimes the key to understand someone’s actions

A

sometimes the key to understand someone is to not ask what happened but to ask why they did what they did?

466
Q

what is heroism

A

a function of our faith and conviction to give all we have for something we believe in
- requires distinct perspectives, finess, and conviction that requires commitment beyond more mental assessment

467
Q

risk versus gain

A

exposure to inordinate levels of risk for little gain

468
Q

where were POW in Vietnam kept

A

Hanoi Hilton

469
Q

what does the Constitution call upon its civizens to do

A

establish justice, ensure domestic tranquility, provide for common defense and common welfare, secure the blessings of liberty ot ourselves and others

470
Q

war/violence throughout the course of human history

A

from the beginning of recorded history, physical forces that of it has always been applied to resolve societal problems
- defend home
- eventually people became specialists in fighting as a career

471
Q

maelstrom

A

powerful violent whirlpool that sucks objects within a given radius

472
Q

conduct of war

A

jus in bello

473
Q

decisoin to go to war

A

jus ad bellum

474
Q

what limits acceptable acts in pece and war

A

values

475
Q

POW MOH winner

A

Admiral Stockdale

476
Q

2 criteria just in bello war must meet for war to be conducted justly

A

discrimination and proproationality

477
Q

law to keep the humanity of war

A

Law of Armed Conflict

478
Q

moral gravity bias

A

do not allow yourself t get dragged downs to the level of unscrupulous enemy no matter the temptation

479
Q

relationship between stakes and competence

A

the higher the stakes, teh greater demand for and expectation of competence

480
Q

what you might have do do when you demonstrate strength in character

A

demonstrating strength in character may involve making unpopular choices

481
Q

2 kinds of courage

A

courage in the face of danger,
courage to act rsponsibly

482
Q

What is the main test of human character?

A

a person will know how to be patient in the midst of hard circumstances while living through whatever disagreements beset him/her

483
Q

“leave no man behind”

A

has driven countless rescue ops often more harrowing than initail

484
Q

what is leadership a combination of

A

“leadership is a potent combination of strategy and character. but if yo must be without one, be without strategy” - Norm Schwarzkopf

485
Q

arete

A

Ancient Greek concept. refers to excellence of any kind. full realization of potential or inherent function

486
Q

honor

A

moral motivation to do the right thing at the right time

487
Q

respect

A

positive regard for shared humanity

488
Q

duty

A

moral obligation to place accomplishment of task/mission before all personal needs and accomplishments

489
Q

service

A

dedication to something higher and more important than personal gratification

490
Q

courage

A

will to act rightly in teh face of personal/physical danger or adversity

491
Q

six mistakes man keeps making per Cicero

A

“Six mistakes mankind keeps making century after century:
Believing that personal gain is made by crushing others;
Worrying about things that cannot be changed or corrected;
Insisting that a thing is impossible because we cannot accomplish it;
Refusing to set aside trivial preferences;
Neglecting development and refinement of the mind;
Attempting to compel others to believe and live as we do.”
― Marcus Tullius Cicero

492
Q

Cicero quote about character

A

Our character is not so much the product of race and heredity as of those circumstances by which nature forms our habits, by which we are nurtured and live.

493
Q

leadership

A

influencing b y providing purpose, direction, and motivation tomission

494
Q

how can’t you run a unit

A

you can’t run a unit just by giving orders and having the UCMJ back you up

495
Q

problem with lax standards

A

lax standards aren’t what the troops need/want/have a right to respect

496
Q

looking to leadership in times of hardship and stress

A

in hardship and stress, eyes to leader “what do we do now boss?”
- physical, moral courage, values, and confidence the O retains when faced wit trial of others get the unit through their shared ordeal

497
Q

in the course of human productivity….

A

it is easier to destroy than create
- takes years to build, moments to destroy
= $20M nuke do more than $2-< foreign investment

498
Q

power of people and nations…

A

power people/nations can do is impressive and often is used to impress
- power to hurt is a bargaining power…coerce voters, bureaucrats, police,

499
Q
A

Notebooks (13 decks)

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